臺灣博碩士論文加值系統

1970到90年，台灣經濟起飛代工的時代裡，代工工廠甚至到後期轉作代工設計的公司（OEM、ODM）都從替國外企業與品牌大量生產製造而賺取微薄利潤。然而隨著經濟發展與全球生活型態改變，到2010年時已從工業時代過渡到知識經濟時代，聯合國貿易暨發展會議曾於2010年的報告指出，設計產業創造出的價值所帶來的利潤非常之高，因此21世紀吹起一股新風潮-創意設計產業的蓬勃發展，世界知名領先企業紛紛用設計創造價值，強烈的國際競爭使許多原本從事代工設計的公司為了生存下去也陸陸續續開始轉型，走向利潤較高的產業型態-創造自有品牌（OBM）。

過去曾有很多研究從產業角度研究轉型過程與要素，很少提及公司內部資源與組織對轉型的影響，甚至研究較多設計高科技與民生消費的產業轉型，對創意設計產業的轉型很少著墨。因此，本研究採用質性方式，從組織層面出發探討創意設計產業從OEM到OBM的轉型要素。本研究（1）先透過文獻整理，條列比較出轉型要素在一般產業與設計產業的不同;（2）再藉由深度訪談公司經理找出公司轉型的腳步與內部組織資源的調整步驟;（3）最後再由多重個案研究分析疏理出在創意設計產業中，內部資源與能力是如何影響公司的轉型。

研究結果發現，在創意設計產業裡企業轉型過程中，分為兩條路線，路線A的轉型是從代工起家，經歷設計研發到現在擁有自有品牌;路線B則是從設計公司開始發展，到現在轉型做自創品牌。其中，針對兩條路線的分別探討，發現重要的轉型決定性因素中，路線A的轉型優勢是公司組織的快速製造與倉儲能力;路線B則是快速設計與創意創造價值的能力為優勢。而在轉型到OBM的因素中，又以了解客戶市場做出快速設計應對為重要。希望此研究能提供其他相關研究後續討論，並能幫助希望轉型的公司建議方向，更期望於政策上能對於創意設計產業有更多有利的評估與發展。

In 1970s to 90s, the era of original equipment manufacturing (OEM) business help firms earn profits from mass products even later on moving business to original equipment manufacturing (ODM). However, in 2010s, creative industry as a new trend blows up, report from UNCTAD more showed the value of world exports of creative industry goods and services reached in high profits, the shifting business from OEM/ODM to OBM could upgrade business and strengthen international competitiveness and even sustain business as previous literature mentioned. Many researches have already focused on the transformational process from OEM/ODM to OBM from industry side, more in area of high-tech industry and consumer product industry. However, there is still little examination focusing on determinants and characteristics affecting the transformational process from organizational aspect in creative design industry.
With the research gap in industry and view of capability in firms, this research aims to figure out determinants affecting transformation by purposing a framework to examine the determinants influencing the transformation from OEM/ODM to OBM in creative design industry form the perspective of dynamic capability theory. First, the content analysis is used to summarize the factors influencing transformation and comparison in general industry and creative design industry. Second, in a qualitative method, in-depth interview is conducted to identify the transformations phase and resource lay in the firms. Third, case study way is adopted in this study to answer the research questions. The framework is constructed by the summarized factors from literature review adapted to creative design industry, and interview from five companies Shiang Ye, BanYan, YEONG JIN, Sekond and YOW!design to understand transformational process in practice.
Instead of factors affecting transformation from OEM/ODM to OBM in high-tech industry or consumer product industry, the finding here reveals that there are two transformational phase in creative design industries, one is manufacturing-based firms (OEM to OBM) called pattern A and the other one is pattern B, design-based firms (ODM to OBM). Determinants affecting pattern A is fast manufacturing and warehouse capability in organization. While factors of pattern B indicate fast design capability and value creating activities are significant. Moreover, consumers’ perception in firms plays a vital role to facilitate transformation into OBM.

Chapter 1 Introduction 1
1.1 Research Background 1
1.2 Research Motivation 3
1.3 Research Objective 4
1.4 Research Question 5
1.5 Research Structure 6
1.6 Research Flow 6
1.7 Research Value 7
Chapter 2 Literature Review 9
2.1 Development Trend from OEM to OBM Process 9
2.1.1 Industry Evolution of OEM to OBM Transition 10
2.1.2 Factors Influencing the Transition from OEM to OBM Process 11
2.1.3 The Development Process of OEM to OBM in Taiwanese Industry 15
2.2 Resource-Based View 16
2.2.1 Concept of Resource-Based View 16
2.2.2 Resource-Based View and Competitive Advantage 17
2.3 Dynamic Capabilities Theory 19
2.3.1 Concept of Dynamic Resource-Based View 19
2.3.2 Organizational Transformation and Dynamic Capabilities 20
2.3.3 Development of Dynamic Capabilities Framework 22
2.3.4 Dynamic Capabilities Building Process 23
2.4 The Development of Creative Design Industry 28
2.4.1 Emergence of Creative Industry 28
2.4.2 Evolutional Transition from OEM to OBM in Creative Industry 31
2.4.3 Definition of Creative Design Industry 34
2.4.4 The Creative Design Industry in Taiwan 36
Chapter 3 Methodology 39
3.1 Research Design 39
3.2 Research Method 40
3.2.1 Concept of Qualitative Method 40
3.2.2 Content Analysis 41
3.2.3 Case Study Method 42
3.2.4 In-Depth Interview 43
3.2.5 Thematic Analysis 44
3.3 Data Collection 45
3.3.1 Criterion of Case Selection 45
3.3.2 Interview Protocol 46
3.3.3 Investigation Process 47
3.3.4 Reliability and Validity 48
Chapter 4 Research Result 50
4.1 Transformational Category of Creative Design Industry 50
4.2 Introduction of Cases 51
4.3 Sampling Analysis 54
4.4 Characteristics of Transformation Phase 55
4.5 Coding Result from Thematic Analysis 64
4.6 Equipped Resources from Resource-Based View 65
4.7 Necessary Capabilities in Firms from Dynamic Capability Theory 71
4.8 Influncing Factors of Transformation in Two Patterns 77
Chapter 5 Discussion 79
5.1 Findings 79
5.1.1 Determinants Driving Transformation 79
5.1.2 Manufacturing-Based Transformational Pattern 81
5.1.3 Dseign-Based Transformational Pattern 87
5.1.4 Overall Comparison of Two Patterns 93
5.2 Implications for Theory 95
5.3 Implications for Practice 97
5.4 Recommendations for Future Study 98
Chapter 6 Conclusion 100
Reference 104
Appendix A : Questions of In-depth Interview 116
Appendix B : Process of Open Coding (Pattern A-OEM to OBM) 118
Appendix C : Process of Open Coding (Pattern B-ODM to OBM) 123
Appendix D : Interview of Shiang Ye 127
Appendix E : Interview of BanYan 135
Appendix F : Interview of YEONG JIN 147
Appendix G : Interview of Sekond 150
Appendix H : Interview of YOW!design 153

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